Courses
  • Date(s)

  • Offered
    • In-Person
    • Online
    • On-Site

This course is self-paced.

Overview

With waves of technical, social, economic and regulatory changes, electric cooperatives now find themselves operating in what the U.S. military calls a VUCA environment (volatile, uncertain, complex, ambiguous). In this environment, supervisors must adapt to—and lead—continuous change at their co-ops. The types of changes differ, yet the change process itself is predictable, and so are the ways people respond to change. Supervisors who understand the most effective techniques, and develop solid plans, for navigating their teams through complexity, chaos and confusion are better equipped to thrive in a VUCA world.
Learning Objectives
  • Understand the supervisor's roles and responsibilities related to changes at co-ops.
  • Learn the typical causes of change and types of change and tools to effectively manage change.
  • Describe the reactions most people have to change and use techniques for managing these reactions.
  • Model the attitudes and behaviors needed for a successful change initiative.
  • Address barriers to change.
  • Effectively use the "4 Ps" of change communications:
    • Purpose: why we have to do this.
    • Picture: what it will look and feel like when we reach our goal.
    • Plan: step-by-step, how we will get there.
    • Part: what you can (and need to) do to help us move forward.


Key Topics
  • Recognizing typical causes and types of change.
  • Supervisors' responsibility in implementing change.
  • Techniques for managing team member reactions to change.
  • Planning process for implementing a change.
  • Future change agents impacting co-ops.
  • The "4 Ps" of change communications.
  • Modeling expected attitudes and behaviors.

TESTIMONIALS
Read what previous Change Is Hard: Guilding Your Team Through Complex Times - Online participants have to say about their experience.

"The course helps one see that change is inevitable and it is not done as punishment. The course helps you see the difficulty that a supervisor faces trying to make improvements in a long range plan for the company and the membership."
-Cary Kerns, GIS technician, Brunswick Electric Membership Corporation, Shallotte, North Carolina

The course is a great reminder of the resistance to change. The need for open communication for reasons of change, and how to best assist your team in coming to accepting the only inevitable thing in life: change. Both the change curve and the change planner were very informative and helpful tools.
-Sara Hailton, Environmental Manager, Florida Keys Elelctric Cooperative, Tavernier, Florida


Certificate Program

Supervisor and Manager Development Program


Credits

NRECA – 1 credit

CEU – 0.6 credits

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Curriculum

Instructors

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Fees

$619

Please note: Each participant will be given access to the course during the specified course dates. All coursework and assignments must be completed during that time in order to pass the course and gain credit. Those who complete all of the requirements will earn one (1) course credit towards the SMDP. Should coursework not be completed and turned in by the last date of the course, the participant will need to re-register the course and complete the remaining assignments in order to earn credit. Subsequent registration will be at full price.

Competencies

CORE COMPETENCIES
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ROLE-SPECIFIC
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SUPERVISORY, MANAGEMENT AND LEADERSHIP
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